The following diagram summarizes a safe and proven strategy for scaling agile delivery strategies at the team level. There are three features of this strategy:

Basic agile and lean methods. At the base are methods such as Scrum, Extreme Programming (XP), Agile Modeling, Kanban, Agile Data, and many others. These methods are the source of practices, principles, and strategies that are the bricks from which a team will build its process.

Disciplined Agile Delivery (DAD). Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile software delivery. DAD provides the process mortar required to combine the process bricks, effectively doing the “heavy lifting” to describe how all of these great agile strategies fit together.

Agility at scale. Teams operating at scale apply DAD in a context driven manner to address the scaling factors that they face. These teams may be large, they may be geographically distributed in some way, they may face compliance constraints, they may be addressing a complex domain or technical environment, or they may be organizationally distributed in some manner. And usually combinations thereof. Without the solid foundation provided by DAD, agility at scale is incredibly difficult to achieve.

To scale agile successfully you must be able to tailor your approach to reflect the context that you face. To do this you must understand what your process and organizational structure options are and what tradeoffs each of those options has. Unless you’re a process expert, this can be challenging. This is where DAD’s process goal strategy comes in. Instead of prescribing a single way to do things, as we see in methods such as Scrum and SAFe, DAD instead captures your options in terms of process goals and guides you through making the decisions that best address the situation that you find yourself in. An example of a process goal diagram, in this case for the Inception phase goal Explore Initial Scope, is shown below.

The critical thing is that with a goal-driven approach it becomes much easier to understand how to scale agile. Depending on the context of the situation that a team finds itself in you will address each goal differently. The strategy for a small, co-located team facing a fairly straightforward situation in a non-regulatory environment works well for that team, the same strategy prescribed to a team in a different situation would put that team at risk of failure. Instead of prescribing a single way of working that is optimized for a specific situation we need to instead allow, and better yet enable, teams to adopt strategies that reflect the context of the situation that they face.

We’ve found that four of the twenty-two process goals seem to take about 80% of the tailoring impact. These goals are:

Explore Initial Scope. This is sometimes referred to as initially populating the backlog in the Scrum community, but there is far more to it than just doing that. This is an important goal for several reasons. First, your team needs to have at least a high level understanding of what they’re trying to achieve, they just don’t start coding. Second, in the vast majority of organizations IT delivery teams are asked fundamental questions such as what are you trying to achieve, how long will it take, and how much will it cost. Having an understanding of the scope of your effort is important input into answering those sorts of questions.

Identify Initial Technical Strategy. This is sometimes referred to as initial architecture envisioning or simply initial architecture modeling. You want to address this process goal for several reasons . First, the team should think through, at least at a high level, their architecture so as to identify a viable strategy for moving forward into Construction. A little bit of up-front thinking can increase your effectiveness as a team by getting you going in a good direction early in the lifecycle. It can also help to avoid injection of unnecessary technical debt as a result. Second, the team should strive to identify the existing organizational assets, such as web services, frameworks, or legacy data sources that they can potentially leverage while producing the new solution desired by their stakeholders. By doing this you increase the chance of reuse, thereby avoiding adding technical debt into your organizational ecosystem, and more importantly you reduce the time and cost of delivering a new solution as the result of reuse. You will do this by working with your organization’s enterprise architects, if you have any. This is an aspect of DAD’s philosophy of working in an enterprise aware manner.

Move Closer to a Deployable Release. This Construction phase process goal is important for three reasons. First, it encompasses the packaging aspects of solution development (other important development aspects are addressed by its sister goal Produce a Potentially Consumable Solution). This includes artifact/asset management options such as version control and configuration management as well as your team’s deployment strategy. Second, it provides deployment planning options, from not planning at all (yikes!) to planning late in the lifecycle to the more DevOps-friendly strategies of continuous planning and active stakeholder participation. Third, this goal covers critical validation and verification (V&V) strategies, many of which push testing and quality assurance “left in the lifecycle” so that they’re performed earlier and thereby reducing the average cost of fixing any defects.

Coordinate Activities. Although it is nice to believe that all of the coordination required by an agile team can be handled with a 15 minute stand up meeting every day the truth is far from that. This process goal addresses strategies for coordinating the work within a team, coordinating with other development teams (if needed), coordinating with IT groups such as your Enterprise Architects or data management group, and coordinating between subteams a programme or portfolio.

I was recently involved in an online discussion about how to calculate the benefits realized by software development teams. As with most online discussions it quickly devolved into camps and the conversation didn’t progress much after that. In this case there was what I would characterize as a traditional project camp and a much smaller agile/lean product camp. Although each camp had interesting points, the important thing for me in the conversation was the wide cultural and experience gap between the people involved in the conversation.

The following diagram summarizes the main viewpoints and the differences between them. The traditional project camp promoted a strategy where the potential return on investment (ROI) for a project would be calculated, a decision would be made to finance the project based (partly) on that ROI, the project would run, the solution delivered into production, and then at some point in the future the actual ROI would be calculated. Everyone was a bit vague on how the actual ROI would be calculated, but they agreed that it could be done although would be driven by the context of the situation. Of course several people pointed out that it rarely works that way. Even if the potential ROI was initially calculated it would likely be based on wishful thinking and it would be incredibly unlikely that the actual ROI would be calculated once the solution was in production. This is because few organizations are actually interested in investing the time to do so and some would even be afraid to do so. Hence the planned and actual versions of the traditional strategy in the diagram.

The agile/lean camp had a very different vision. Instead of investing in upfront ROI calculation, which would have required a fair bit of upfront requirements modelling and architectural modelling to get the information, the idea was that we should instead focus on a single feature or small change. If this change made sense to the stakeholders then it would be implemented, typically on the order of days or weeks instead of months, and put quickly into production. If your application is properly instrumented, which is becoming more and more common given the growing adoption of DevOps strategies, you can easily determine whether the addition of the new feature/change adds real value.

Cultural differences get in your way

The traditional project camp certainly believed in their process. In theory it sounded good, and I’m sure you could make it work, but in practice it was very fragile. The long feedback cycle, potentially months if not years, pretty much doomed the traditional approach to measuring benefits of software development to failure. The initial ROI guesstimate was often a work of fiction and rarely would it be compared to actuals. The cultural belief in bureaucracy motivated the traditional project camp to ignore the obvious challenges with their chosen approach.

The agile/lean camp also believed in their strategy. In theory it works very well, and more and more organizations are clearly pulling this off in practice, but it does require great discipline and investment in your environment. In particular, you need investment in modern development practices such as continuous integration (CI), continuous deployment (CD), and instrumented solutions (all important aspects of a disciplined agile DevOps strategy). These are very good things to do anyway, it just so happens that they have an interesting side effect of making it easy (and inexpensive) to measure the actual benefits of changes to your software-based solutions. The cultural belief in short feedback cycles, in taking a series of smaller steps instead of one large one, and in their ability to automate some potentially complex processes motivated the agile/lean camp to see the traditional camp as hopeless and part of the problem.

Several people in the traditional project camp struggled to understand the agile/lean approach, which is certainly understandable given how different that vision is compared with traditional software development environments. Sadly a few of the traditionalists chose to malign the agile/lean strategy instead of respectfully considering it. They missed an excellent opportunity to learn and potentially improve their game. Similarly the agilists started to tune out, dropping out of the conversation and forgoing the opportunity to help others see their point of view. In short, each camp suffered from cultural challenges that prevented them from coherently discussing how to measure the benefits of software development efforts.

How Should You Measure the Effectiveness of Software Development?

Your measurement strategy should meet the following criteria:

Measurements should be actioned. Both the traditional and agile/lean strategies described above meet this criteria in theory. However, because few organizations appear willing to calculate ROI after deployment as the traditional approach recommends, in practice the traditional strategy rarely meets this criteria. It is important to note that I used the word actioned, not actionable. Key difference.

There must be positive value. The total cost of taking a measure must be less than the total value of the improvement in decision making you gain. I think that the traditional strategy falls down dramatically here, which is likely why most organizations don’t actually follow it in practice. The agile/lean strategy can also fall down WRT this criterion but is much less likely to because the feedback cycle between creating the feature and measuring it is so short (and thus it is easier to identify the change in results to the actual change itself).

The measures must reflect the situation you face. There are many things you can measure that can give you insight into the ROI of your software development efforts. Changes in sales levels, how often given screen or function is invoked, savings incurred from a new way of working, improved timeliness of information (and thereby potentially better decision making), customer retention, customer return rate, and many others. What questions are important to you right now? What measures can help provide insight into those questions? It depends on the situation that you face, there are no hard and fast rules. For a better understanding of complexity factors faced by teams, see The Software Development Context Framework.

The measures should be difficult to game. Once again, traditional falls down here. ROI estimates are notoriously flakey because they require people to make guesses about costs, revenues, time frames, and other issues. The measurements coming out of your instrumented applications are very difficult to game because they’re being generated as the result of doing your day-to-day business.

The strategy must be compatible with your organization. Once again, this is a “it depends” type of situation. Can you imagine trying to convince an agile team to adopt the traditional strategy, or vice versa? Yes, you can choose to improve over time.

Not surprisingly, I put a lot more faith in the agile/lean approach to measuring value. Having said that, I do respect the traditional strategy as there are some situations where it may in fact work. Just not as many as traditional protagonists may believe.

The basic idea behind DevOps is that your development strategy and operations strategy should reflect one another, that you should strive to optimize the whole IT process. This implies that development teams should work closely with your operations staff to deliver new releases smoothly into production and that your operations staff should work closely with development teams to streamline critical production issues.

DevOps has its source in agile software development, and it is an explicit aspect of the Disciplined Agile Delivery (DAD) process framework. As a result there is a collection of agile development strategies which enable effective DevOps throughout the agile delivery lifecycle. These strategies include:

Initial requirements envisioning. Disciplined agile teams invest time at the beginning of the project to identify the high-level scope in a light-weight, collaborative manner. This includes common operations requirements such as the need to backup and restore data sources, to instrument the solution so that it can be monitored in real time by operations staff, or to architect the solution in a modular manner to enable easier deployment.

Initial architecture envisioning. Disciplined agile teams will also identify a viable architectural strategy which reflects the requirements of their stakeholders and your organization’s overall architectural strategy (hence the need to work closely with your enterprise architects and operations staff). One goal is to ensure that the team is building (or buying) a solution which will work well with the existing operational infrastructure and to begin negotiating any infrastructural changes (such as deploying new technologies) early in the project. Another goal is to ensure that operations-oriented requirements are addressed by the architecture from the very start.

Initial release planning. As part of release planning the disciplined agile team works closely with their operations group to identify potential release windows to aim for, any release blackout periods to avoid, and the need for operations-oriented milestone reviews later in the lifecycle (if appropriate).

Active stakeholder participation. Disciplined agile teams work closely with their stakeholders, including both operations and support staff, all the way through the lifecycle to ensure that their evolving needs are understood.

Continuous integration (CI). This is a common technical agile practice where the solution is built/compiled, regression tested, and maybe even run through code analysis tools. CI promotes greater quality which in turn enables easier releases into production.

Parallel independent testing. For enterprise-class development or at scale, particularly when the domain or technology is very complex or in regulatory environments, disciplined agile team will find they need to support their whole team testing efforts with an independent test team running in parallel to the development team. These testing issues often include validation of non-functional requirements – such as security, performance, and availability concerns – and around production system integration. All of these issues are of clear importance for operations departments.

Continuous deployment. With this practice you automate the promotion of your working solution between environments. By automating as much of the deployment effort as possible, and by running it often, the development team increases the chance of a successful deployment and thereby reduces the risk to the operations environment. Note that deployment into production is generally not automatic, as this is an important decision to be made by your operations/release manager(s).

Continuous documentation. With this practice supporting documentation, including operations and support documentation, is evolved throughout the lifecycle in concert with the development of new functionality.

Production release planning. This is the subset of your release planning efforts which focuses on the activities required to deploy into production.

Production readiness reviews. There should be at least one review, performed by the person(s) responsible for your operations environment, before the solution is deployed into production. The more critical the system, the more product readiness reviews may be required.

End-of-lifecycle testing. Minimally you will need to run your full automated regression test suite against your baselined code once construction ends. There may also be manual acceptance reviews or testing to be performed, and any appropriate fixing and retesting required to ensure that the solution is truly ready for production.

There’s more to it though than simply adopting some good practices. Your process must also embrace several supporting philosophies. The Disciplined Agile Delivery (DAD) process framework not only adopts the practices listed above, and more, but it also promotes several philosophies which enable DevOps:

Delivery teams should be enterprise aware, that they should work with people such as operations staff and enterprise architects to understand and work towards a common operational infrastructure for your organization.

Operations and support people should be recognized as key stakeholders of the solution being worked on.

The delivery team should focus on solutions over software. Software is clearly important, but we will often provide new or upgraded hardware, supporting documentation (including operations and support procedures), change the business/operational processes that stakeholders follow, and even help change the organizational structure in which our stakeholders work.

Your process should include an explicit governance strategy. Effective governance strategies motivate and enable development teams to leverage and enhance the existing infrastructure, follow existing organizational conventions, and work closely with enterprise teams – all of which help to streamline operations and support of the delivered solutions.